Scope Definition

Scope definition is "developing a detailed project Scope Statement as the basis for future project decisions" (PMBOK). The breaking down of the scope into small components is known as decomposition. With decomposition, you end up getting better cost, duration, and resource figures to work with as estimates, and you will give clear responsibility assignments in the project. As you break down tasks into sub-tasks, each of the sub-tasks must have a person who is responsible for making it happen. In order for the project to be successful, it is necessary for one person to be responsible for his or her tasks throughout the project. Simply writing down a task on a breakdown sheet does not mean it will get done. By putting a person's name next to the task, it becomes clear who is the person to contact as the task is being done. This is a key to good project management.

Q.	According to the PMBOK, which of the following is not a function of scope definition?
		A.	Improving the accuracy of cost, duration, and resource estimates
		B.	Improving the communication system between the project manager and the sponsor
		C.	Defining a baseline for performance measurement and control
		D.	Facilitating clear responsibility assignments

The answer is B. Although it is helpful to have clear scope definition so that you can talk intelligently with your sponsor, the other three choices are specific to scope definition.

Q.	Each task must have ________ assigned responsibility to get it done.
		A.	One person
		B.	A project manager
		C.	The project team
		D.	A manager

The answer is A. Only one person can be held responsible for one task. Having multiple people responsible is a certain way to have problems in execution. You always want to be able to go to one person to discuss the handling and results of a task.

The inputs to scope definition have been discussed earlier. They are: organizational process assets, project Charter, preliminary Scope Statement, Scope Statement management plan, and approved change requests.

The tools and techniques for scope definition begin with a product analysis. This has already been discussed in this chapter. Alternatives identification is another of the techniques used in scope definition, and it is just what its name impliesa technique that will show alternative approaches to working on and executing the project. Alternatives identification may be formal or informal. Brainstorming with the project team is an example of informal alternatives identification.

Q.	When looking at historical information, it is important to note ________ made in previous projects.
		A.	Project decisions
		B.	Tactical considerations
		C.	Errors and omissions
		D.	Strategic decisions

The answer is C. By looking at errors and omissions in previous projects, you may be able to avoid the same mistakes in your current project.

Q.	Brainstorming different approaches to working on the project with the project team is an example of ________ alternatives identification.
		A.	Current
		B.	Tactical
		C.	Simple
		D.	Informal

The answer is D. Informal alternatives identification is often the most useful, particularly on smaller projects.

Expert judgment comes in many forms. You may find it within the organization both in your current department and elsewhere. Often if the project is being attempted for the first time, you can consider using consultants, people who are subject matter experts and who can help you plan and frame your project scope. As with almost any tool used in project planning, you should be aware that input from previous projects, although valuable, might not be the exact information you need. Be careful as you use expert judgment so that the expertise of these people pertains to your own current project.

Q.	________ are a form of expert judgment.
		A.	Consultants
		B.	Managers
		C.	Sponsors
		D.	Workers

The answer is A. Consultants contribute to the project scope definition because they have specialized information that is useful for scope planning.

The outputs of scope definition are the project Scope Statement itself, requested changes, and an updated project scope management plan. All of these are discussed at length in this chapter and elsewhere in the book.

The Scope Statement should include the following. (They can either be directly in the Scope Statement itself or found in other documents used on the project.) First, there should be a listing of the project objectives. The second part of a Scope Statement, according to the PMBOK, is a description of the product of the project, also called the product scope description. It should be brief. Supporting documentation and detail should not be put in the Scope Statement, although references to documents that give detail can be included.

Another part of the Scope Statement is the listing of the project deliverables that will be the outputs of the project and that make up the product or service of the project. Project acceptance criteria show the process for accepting the completed products. These are also part of the Scope Statement.

Finally, project constraints and assumptions are part of the project Scope Statement.

Q.	The project justification is found in the project Charter, which is a part of the:
		A.	Scope Statement
		B.	Planning cycle
		C.	Management plan
		D.	Stakeholder guide

The answer is A. The project Charter is a separate document done before the Scope Statement, but its contents should be a part of the overall Scope Statement.

Q.	References to documents that give detail about the product of the project can be found in the:
		A.	Stakeholder guide
		B.	Sponsor plan
		C.	Scope Statement
		D.	Management plan

The answer is C. The detail is not put directly into the Scope Statement itself. References to where the detail can be found should be in the Scope Statement, not the actual detail itself.

A tool that is useful in scope definition is benefit/cost analysis. This method is the same as the benefit measurement methodologies used in initiation. The organization must make choices about scarce resources, and by determining which project will give the best benefit to the organization from a cost analysis, the project has a better chance of being chosen for execution. There are several types of benefit/cost analysis, including Return on Investment (ROI), payback period, and other financial methods. If you will be asked to participate in assessing your own future project (and this is rare), you should understand how to use the various financial models. However, it is not likely that you will be asked to do the analysis. Others in the organization will do the analysis before assigning a project manager. I have seen organizations using these models incorrectly. They are not difficult, but they require some education. If you are not strong in financial analysis, do not offer to do it. The choosing of a project is done before the project manager is assigned, not after, so it is unlikely that you will be involved in the financial analysis that leads to choosing a project.

Q.	ROI and payback period are examples of ________ project analysis.
		A.	Financial
		B.	Management
		C.	Professional
		D.	Quantitative

The answer is A. Although these are also quantitative types of analysis, the answer that is looked for on the exam is financial.

Q.	If you are asked to think "outside the box," what type of identification are you being asked to do?
		A.	Financial
		B.	Quantitative
		C.	Qualitative
		D.	Alternatives

The answer is D. You are being asked to think of alternative possibilities rather than doing a project as proposed. This is a good exercise if it is controlled. Although at the beginning of brainstorming meetings, any suggestion should be noted and kept, there will be a time when reality sets in and the alternative suggestions must be justified by the person suggesting them.

Q.	Function analysis is best done by:
		A.	The project manager
		B.	Professional engineers
		C.	The project sponsor
		D.	The project team

The answer is B. Only people trained in the major engineering types of product analysis should attempt to use these techniques to gain a better understanding of the product of the project. These techniques are not easily learned and require a good background in a variety of mathematical analytics. In other words, if you do not understand how to use them, do not even try.